Official #UXL16 keynote presentation by Mark Shahid, Senior Experience Architect at Sky Betting & Gaming. Presented at UX Leaders Masterclass in Manchester on Tuesday 20th September 2016.

1. S H I F T I N G H A B I T S T O WA R D S A
U S E R - C E N T E R E D C U LT U R E
M A R K S H A H I D
S E N I O R E X P E R I E N C E A R C H I T E C T - S K Y B E T T I N G A N D G A M I N G
@ p l a s t i c _ f u z z

2. “ W E ’ R E A L R E A DY
C U STO M E R
O B S E S S E D ”
1 . U N D E R S TA N D A N D E M PAT H I S E

3. R E A L U S E R N E E D S W E R E
N O T U N D E R S T O O D
• We had a perception of that we were
close to our customers
• We were engineering-driven culture
• We were a marketing-driven culture
• We did not understand the needs of
our users

4. “ W E A R E C U S T O M E R
O B S E S S E D ! ”
• Being customer obsessed is not the
same as being user obsessed.
• Market research overlaps behavioural
research
• We defined our customers by value
bands not types
• Users in different value bands will exert
different behavioural characteristics

5. M A R K E T I N G R E S E A R C H I S N O T
U S E R R E S E A R C H
G E M # 1

6. HV
MV LV

7. HV
MV LV

9. “ U S E R T E S T I N G W O U L D
J U S T S L O W U S D O W N ”
• Little or no behavioural research of
users actually using the product
• Lack of understanding of the role and
purpose of UX/design
• Large reliance on quant to make key
business decisions
• Reliance on focus groups over user
testing

10. “ W E ’ V E A LWAY S
WO R K E D T H I S
WAY ”
2 . D E F I N I N G T H E P R O B L E M

11. O R G A N I S AT I O N S A R E L I K E
P E O P L E : P R O U D A N D H A B I T U A L
G E M # 2

12. O R G A N I S AT I O N A L
T R A N S F O R M AT I O N C A N B E
S L O W A N D C U M B E R S O M E
• Change is often pushed down from
above
• Bottom-up change is rebellion, top-
down change is oppressive.
• Like people, organisations harbour bad
habits which are hard to shift

13. T H E N O V E LT Y O F O R G A N I S AT I O N A L
C H A N G E Q U I C K LY FA D E S A WAY
G E M # 3

14. K I C K I N G T H E H A B I T
3 . I D E AT I O N

15. W E N E E D T O P R O V E VA L U E
T H R O U G H L E A N
E X P E R I M E N TAT I O N
• The agile manifesto facilitates the
change well, but opposes heavy
documentation.
• Long, detailed unread reports are often a
output of user research studies
• Preventing cold handovers to developers
can be tricky

16. W E N E E D T O E M B E D
U X I N T O B A U
• We're a product of industry, where
efficiency is paramount.
• We have to evangelise and teach our
own user-centred design principles
• Culture is about people, people follow
process. How can we manage change
within our teams?

17. “ U S E R T E S T I N G W O U L D
J U S T S L O W U S D O W N ”
• Little or no behavioural research of
users actually using the product
• Lack of understanding of the role and
purpose of UX/design
• Large reliance on quant to make key
business decisions
• Reliance on focus groups over user
testing

18. U X I N T H E
P R O D U C T I O N L I N E
4 . T E S T A N D I T E R AT E

19. S TA R T W I T H Y O U R C U R R E N T P R O C E S S
A N D I M P R O V E I T
G E M # 4

21. H E A D O F P R O D U C T
P R I N C I P L E E N G I N E E R
D I G I TA L D E S I G N E R
U X D E S I G N E R
U X R E S E A R C H
L E A D D E S I G N E R
P R O D U C T O W N E R
M A R K E T I N G E X E C
M A R K E T I N G M A N A G E R
M A R K E T R E S E A R C H

28. E M B R A C E A G E N T S O F C H A N G E A N D
C U LT U R E C ATA LY S T S
G E M # 5

29. “ W E ’ R E
A L R E A D Y
C U S T O M E R
O B S E S S E D ”
“ W E ’ V E A LWAY S
WO R K E D T H I S
WAY ”
K I C K I N G T H E
H A B I T
U X I N T H E
P R O D U C T I O N
L I N E

30. “ W E ’ R E
A L R E A D Y
C U S T O M E R
O B S E S S E D ”
“ W E ’ V E A LWAY S
WO R K E D T H I S
WAY ”
K I C K I N G T H E
H A B I T
U X I N T H E
P R O D U C T I O N
L I N E
1. UNDERSTAND AND EMPATHISE
2. DEFINE AND IDEATE
3. TEST AND LEARN
4. ITERATE

31. U S E R - C E N T R E D D E S I G N P R I N C I P L E S
C A N B E U S E D T O S O LV E A L M O S T A N Y
P R O B L E M
G E M # 6

32. S U M M A RY
• To shift culture we must begin by understanding the our
current situation.
• To shift habits, we need to iteratively embed ourselves into
our day-to-day operations.
• Embrace your “culture catalysts”. They are the key to the
success of a change in attitude.
• Obsess over your improving your process and consistently
prove value.

33. Q U E ST I O N S ?